The further development in lean has to provide more scientific insight into how product and service attributes contribute to customer value; what matters most for improving classic lean variables, such as lead time, cost, quality, responsiveness, flexibility, and reliability; and new opportunities for cross-functional problem solving to eliminate anything that strays from customer-defined value.
http://www.mckinsey.com/business-functions/operations/our-insights/next-frontiers-for-lean
The lean approach conceptualized by MIT team lead Jim Womack based on Toyota Production system has management component and industrial engineering component. The above statement of McKinsey consultants brings out the point clearly.
The management component is the scientific insight into how product and service attributes contribute to customer value. Managers have to understand what provides the value to customers. Customers idea of value keeps changing. Managers have to track and find out the changes and redesign the systems accordingly.
Industrial engineers have to the productivity focus. Each redesign of the system by managers to improve effectiveness has to be followed by IE redesign to improve efficiency. Apart from this IE discoveries and inventions provide the scope for increasing efficiency of systems.
From industrial engineering point of view, the development of lean approach is focus on reduction of inventories.
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